Sell a hospitality business

Sell a hospitality business: prepare a clear listing on company.ch with location, guide price, revenue and handover. Choose open, discreet or anonymous visibility while private seller data stays protected.

Single listing

For one business with a selectable duration.

CHF99per listing

1 month

Excl. VAT.

  • Publish 1 listing
  • Anonymous or visible contact details
  • Save as draft possible
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No payment before publication.

Subscription

For regular sellers with several listings.

CHF99per month

3 active listings

Billed yearly. Excl. VAT.

  • 3 active listings at the same time
  • Anonymous or visible contact details
  • Change package before publication
Register free

No payment before publication.

Sell a hospitality business: covers or occupancy, average spend, gross margin, seasonality, location, licences, staff and forward bookings

To sell a hospitality business, make covers or occupancy, average spend, gross margin, seasonality, location, licences, staff and forward bookings verifiable and show what a buyer can continue after completion. The offer should connect commercial performance with the contracts, people, assets and permissions that produce it.

Show the transferable value of a hospitality business

Explain covers or occupancy, average spend, gross margin, seasonality, location, licences, staff and forward bookings, the owner's current duties and the exact transaction perimeter. Historic results, current pipeline and forecasts should be separated so buyers can test what is recurring rather than relying on a headline turnover figure.

Prepare industry-specific records and evidence

Prepare monthly till or booking data, margin by revenue stream, reservations and deposits, lease, permits, staff rosters, supplier terms, equipment and maintenance. Mark ownership, term, notice, transfer restrictions and any consent required; financial data and operating records should cover comparable periods.

Qualify buyers for the operating requirements

Hospitality groups and experienced owner-operators may fit when they can lead service, staff and working-capital cycles. Screen for the capabilities that protect continuity as well as available capital, and explain which skills can be transferred during an agreed induction. Do not publish guest identities, booking details, private events, payment information, staff files and access credentials. Use anonymised segments, ranges and aggregate performance to support initial evaluation, then open identifying information only for a justified review step.

Transfer work, relationships and access safely

Coordinate bookings, events, deposits, stock, supplier orders, shifts, platforms, keys and guest communication around completion. Build a handover list for open work, responsible people, access, deadlines and introductions before the seller's availability reduces.

Related seller guidance for a hospitality business

Compare the broader category or return to the main seller page: sell a company and Hospitality & tourism.

Questions to resolve before selling a hospitality business

Which covers, occupancy, spend and seasonal-margin figures should I present to buyers?

Show several comparable periods and evidence for covers or occupancy, average spend, gross margin, seasonality, location, licences, staff and forward bookings. Reconcile financial claims with monthly till or booking data, margin by revenue stream, reservations and deposits, lease, permits, staff rosters, supplier terms, equipment and maintenance and distinguish transferable performance from work or relationships that depend on the seller.

What lease, licence, booking, inventory and staffing records should be ready?

A focused file should include monthly till or booking data, margin by revenue stream, reservations and deposits, lease, permits, staff rosters, supplier terms, equipment and maintenance. Explain gaps and exceptions before they affect valuation, warranties or the timetable.

How do I explain dependence on the location, concept or my personal host role?

Identify which parts of covers or occupancy, average spend, gross margin, seasonality, location, licences, staff and forward bookings depend on the seller, individual employees, major customers, suppliers, premises or permissions. Quantify concentrations and explain which safeguards or transition steps can make the operation less dependent on them.

How can forward bookings, deposits, suppliers and guest communication transfer safely?

Coordinate bookings, events, deposits, stock, supplier orders, shifts, platforms, keys and guest communication around completion. Test the transfer on real open work and record who owns every remaining exception after completion.